SD电气组织变革中内部沟通案例分析

发布时间：2018-03-08 10:03

本文选题：组织变革　切入点：内部沟通　出处：《华南理工大学》2014年硕士论文　论文类型：学位论文

【摘要】：制造业的兴起是中国经济发展的重要组成部分。近年来,随着世界经济形势起起落落，加之政府一直提议的制造业转型升级的理念，制造业面临着越来越多的挑战，经历着越来越多的变革。中国现代社会一直推崇“与时俱进”。组织的变革也恰恰都在这类理念的推动下发生。然而，任何变革都蕴含着各种不确定性和不可预测的风险，越来越多的管理者意识到沟通在变革中发挥的重要作用，有效的沟通能够消除变革阻力，推动变革的进行。本文所关注的正是这样的一个案例。受2008年金融危机的影响，SD有限公司在2009年开始进行合资，成立了SD电气有限公司。合资后，原有的组织架构和管理方式发生改变。在全体员工进行劳动合同转换时，由于管理层没有把握住变革时期内部沟通的要点，原定的沟通方案没有起到应有的作用，从而导致了停工事件。本文从新入职的SD电气有限公司总经理秘书小Y的视角出发，见证整个停工事件发生、发展，以及管理者如何应对并解决问题的过程。通过对案例发生时期SD电气有限公司内部各种公文、报纸、论坛、邮件、以及和相关员工的访谈的相关内容的调查研究，以组织行为学课里组织变革和管理沟通等理论为指导，分析SD电气有限公司停工事件发生的原因和理论依据。研究得出SD电气有限公司的停工事件发生的原因：首先，在变革发生时，忽视了变革发生的背景，未能及时发现原沟通体系不能满足组织变革阶段的内部沟通需求这一问题。其次，管理层没有充分认识到内部沟通的作用。一方面对内部沟通没有予以重视，没有制定有效的沟通措施；另外一方面，在沟通态度上表现的比较冷漠，从而导致了停工。而后，管理层意识到了内部沟通的重要性，改变沟通态度，充分利用现有沟通渠道，有针对性地制定沟通政策，完善沟通机制，从而得以解决问题。并从中得到启示，，在组织发生变革时期，要了解该阶段组织对变革的要求，解决问题。要重视内部沟通的作用，善用沟通工具，重视沟通反馈，积极完善沟通制度。同时，论文也为MBA教学在组织行为学和管理沟通等学科增加一个案例。
[Abstract]:The rise of manufacturing industry is an important part of China's economic development. In recent years, with the rise and fall of the world economic situation and the concept of transformation and upgrading of manufacturing industry, the manufacturing industry is facing more and more challenges. Are experiencing more and more changes. Modern Chinese society has always advocated "keeping pace with the times". Organizational change is also driven by this kind of concept. However, any change has all kinds of uncertainties and unpredictable risks. More and more managers realize that communication plays an important role in change. Effective communication can eliminate change resistance and promote change. This article is concerned with such a case. Due to the financial crisis in 2008, SD Co., Ltd. started a joint venture in 2009 and established SD Electric Co., Ltd. After the joint venture, The original organizational structure and management mode have changed. When all the employees were engaged in the labor contract conversion, the original communication plan did not play its due role because the management did not grasp the main points of internal communication during the period of change. This led to a stoppage. From the perspective of Xiao Y, Secretary of General Manager of the newly appointed SD Electric Co., Ltd., this article witnessed the whole shutdown incident taking place and developing. And the process of how managers deal with and solve problems. Through the investigation and study of various documents, newspapers, forums, emails, and interviews with related employees within SD Electric Co., Ltd. During the time of the case, Guided by the theories of organizational change and management communication in organizational behavior class, this paper analyzes the reasons and theoretical basis of the shutdown of SD Electric Co., Ltd. When the change occurred, the background of the change was ignored, and the original communication system could not meet the internal communication needs of the organizational change stage in time. Secondly, The management did not fully realize the role of internal communication. On the one hand, they did not attach importance to internal communication and did not formulate effective communication measures; on the other hand, they showed indifference in their communication attitude, which led to the suspension of work. Management has realized the importance of internal communication, changed its communication attitude, made full use of existing communication channels, made targeted communication policies and improved communication mechanisms, thereby solving problems. During the period of organizational change, we should understand the requirements of the organization for change and solve problems. We should pay attention to the role of internal communication, make good use of communication tools, attach importance to communication and feedback, and actively improve the communication system. The paper also adds a case for MBA teaching in subjects such as organizational behavior and management communication.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.9;F426.6

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